For the Shangri-La Group which subscribes to this approach, these benefits have translated into a steady and motivated workforce and the consistent maintenance of high standards of service by the hotel's dedicated team.

Kenneth Wai Shiu-kee, Island Shangri-La Hong Kong's area director of human resources, said the group's two hotels in Hong Kong had staff turnover rates below the market average, thanks to their binding and engaging corporate culture which stressed equitable rewards for merit and professional excellence.

'A hotel's success hinges on its service. Our emphasis on these values, and on individual ownership of the team's achievements, helps us motivate our staff to keep the high service standards we pride ourselves on,' he said.

Given the group's well-entrenched policy for promotion from within, its open market recruitment, which takes place regularly, focuses mainly on entry-level positions in different frontline areas such as room service.

Candidates are generally required to have relevant training from technical institutes or experience from related industries such as food and beverage. The hotels also recruit university graduates as service manager trainees.

Mr Wai said the group's practice of promotion from within complemented its belief in helping staff develop all-round capabilities and build long-term careers with the hotels.

'We believe that to build a career in the hotel service, it is useful to accumulate knowledge and experience from the start,' he said.

'The first-hand experience of what servicing is like will prove useful when an employee moves on to more senior decision-making positions. Our policy of internal promotion helps us promote this attitude among staff. The steadying effect it has on our workforce also helps us make good succession planning.'

For instance, the group's expansion in the region - including the forthcoming opening of two hotels in Macau - was generating fresh manpower needs which would be met by giving priority to suitable existing staff, Mr Wai said.

'We invest heavily in training for our staff, not just to improve their performance but also to prepare them for career advancement when opportunities arise from our rapid business growth. The group also benefits from having experienced employees well-versed in our corporate culture.'

He admitted that the group's philosophy about working one's way up might not meet the expectations of some job seekers.

'We are not a cookie cutter, but we do look for certain qualities in candidates to help us judge whether or not they will fit in with our corporate culture. First and foremost is passion and a positive mindset which are prerequisites for the service trade,' he said.

'Although money is not a key factor any more for attracting talent, we do make sure that our pay package is competitive against our comparable counterparts in the trade. What we do that sets us apart is to give our employees a caring working environment where their personal well being and opinions are well taken care of.'

The rundown

Regular recruitment of entry-level frontline staff

Technical institute-trained graduates and candidates with experience from relevant services required

Priority promotion of existing staff over external recruitment

Career development opportunities expected to emerge from group's regional expansion